To vividly demonstrate our progress and potential in operationalizing sales excellence, this demonstration showcases different business views and actionable strategies, aspects that have been challenging to ascertain from BI/SAC reporting to date. The case study on "Pitched Roofing" for Denmark is presented to highlight how our approach can transform system sales and customer engagement, particularly as we gear up for the Spring 2024 sales cycle. We chose Denmark for its geographic concentration and Pitched because of the clearer definition of system and requirements, though it accounts for 30% of our business in Denmark.
The extensive data/alignment work in 2One to date and analysis paves the way to operationalise and accelerate implementation of sales excellence.
We sold the equivalent of 3,371 Standard 100 sqm Pitched Roofs.
However, there were missed opportunities to sell additional materials for full roofing systems. If maximised, this could have represented the sales equivalent of 6,664 roofs.
This translates to a substantial missed invoiced sales of Kr 46 million (€6.1 million), from only 30% of our business.
Our customers are actively seeking comprehensive roofing solutions. By not offering the full range of products required for 100 sqm roofs, we're not only missing out on sales but also failing to meet our customers' needs. This gap presents a significant opportunity for growth and customer satisfaction.
By having our sales representatives engage with the identified 25% of our high-priority customers, we can address 80% of this gap.
Assuming 3 customer visits per day per Sales Employee, each lasting 45 minutes, and optimised travel planning, each Sales Employee can engage with their respective identified customers within 5 to 12 days.
While we may have missed some opportunities in 2023, these insights are crucial. Understanding customer behaviour and preferences will guide our future engagements and specifications. The focused engagement will uncover potential obstacles, like competitive pricing/products, and with structured feedback will allow us to adapt and enhance our sales tactics.
This analysis provides a thorough visualisation of our cleansed data, customer composition, and performance across a variety of parameters, aspects that have been challenging to ascertain until now.
Data:
Sales = Invoiced sales and quantity(volume).
Time period = FY 2022 and YTD Q3 2023
Part A: Composition(count) of Customers by different type, hierarchy, geographic area, region, district and sales responsible. Including Geographic view of All Customers, by Sales responsible
Part B: Composition and Performance (Sales) of Customers by different type, hierarchy, geographic area, region, district and sales responsible. Including Geographic view of All Customers, by Sales responsible and Composition and Performance.
Part C: Composition and Performance of selling Standard 100 sqm Pitched Roof System including:
| # Customers | % Customers (out of L1) | % Customers (of Total) | |||
|---|---|---|---|---|---|
| L1 | Customer Subtotals (L1) | L2 | |||
| Developers | 11 (2%) | Prefabricated | 11 | 100 | 2 |
| Installers | 122 (25%) | Other Installers | 5 | 4 | 1 |
| Roofers | 117 | 96 | 24 | ||
| Merchant | 360 (73%) | International Merchant | 165 | 46 | 33 |
| National Merchant | 176 | 49 | 36 | ||
| National Regional Merchant | 19 | 5 | 4 | ||
| Total | 493 (100%) | All | 493 | - | 100 |
| # Customers | % Customers (out of L2) | % Customers (of Total) | |||||
|---|---|---|---|---|---|---|---|
| L1 | Customer Subtotals (L1) | L2 | Customer Subtotals (L2) | L3 | |||
| Developers | 11 (2%) | Prefabricated | 11 (2%) | Pre-Fab. Pitched | 11 | 100 | 2 |
| Installers | 122 (25%) | Other Installers | 5 (1%) | Plumber | 4 | 80 | 1 |
| Scaffolder | 1 | 20 | 0 | ||||
| Roofers | 117 (24%) | Flat Roofers | 107 | 91 | 22 | ||
| Pitched Roofers | 10 | 9 | 2 | ||||
| Merchant | 360 (73%) | International Merchant | 165 (33%) | Bauhaus Denmark | 19 | 12 | 4 |
| Bygma Denmark | 63 | 38 | 13 | ||||
| Saint-Gobain Distribution Denmark | 1 | 1 | 0 | ||||
| Stark Denmark 1 | 81 | 49 | 16 | ||||
| Stark Denmark 2 | 1 | 1 | 0 | ||||
| National Merchant | 176 (36%) | 1-4 Byggecenter & Tømmerhandel | 6 | 3 | 1 | ||
| Davidsens Tømmerhandel | 26 | 15 | 5 | ||||
| Johannes Fog | 9 | 5 | 2 | ||||
| SILVAN A/S | 39 | 22 | 8 | ||||
| XL Byg A.M.B.A | 96 | 55 | 19 | ||||
| National Regional Merchant | 19 (4%) | Jydske byggecentre | 9 | 47 | 2 | ||
| Lavprisgruppen | 1 | 5 | 0 | ||||
| Østerbro Gruppen | 3 | 16 | 1 | ||||
| nan | 6 | 32 | 1 | ||||
| Total | 493 (100%) | All | 493 (100%) | All | 493 | nan | 100 |
There are a total 122 unique customer IDs that are Installers which account for 25% of the total 493 customer IDs in YTD Q3 2023. Out of these 122:
Finally, coming to Developers, there are a total 11 unique customer IDs that are Developers which account for 2% of the total 493 customer IDs in YTD Q3 2023. Out of these 11:
| # Customers | % Customers (out of all merchants) | ||||||
|---|---|---|---|---|---|---|---|
| L2 | Customer Subtotals (L2) | L3 | Customer Subtotals (Individual Merchants) | L4 | L5 | ||
| International Merchant | 165 (46%) | Bauhaus Denmark | 19 (5%) | Bauhaus Denmark | Bauhaus Denmark Owned | 19 | 5 |
| Bygma Denmark | 63 (18%) | Bygma A/S 1 | Bygma A/S | 63 | 18 | ||
| Saint-Gobain Distribution Denmark | 1 (0%) | Saint-Gobain Denmark | Saint-Gobain Denmark Owned | 1 | 0 | ||
| Stark Denmark 1 | 81 (22%) | Stark Denmark | Stark Denmark Owned | 81 | 22 | ||
| Stark Denmark 2 | 1 (0%) | Stark Greenland | Stark Greenland Owned | 1 | 0 | ||
| National Merchant | 176 (49%) | 1-4 Byggecenter & Tømmerhandel | 6 (2%) | nan | nan | 6 | 2 |
| Davidsens Tømmerhandel | 26 (7%) | nan | nan | 26 | 7 | ||
| Johannes Fog | 9 (2%) | nan | nan | 9 | 2 | ||
| SILVAN A/S | 39 (11%) | nan | nan | 39 | 11 | ||
| XL Byg A.M.B.A | 96 (27%) | Brejnholt Tømmergården | nan | 12 | 3 | ||
| Danmarksgruppen | CF Petersen Gruppen | 10 | 3 | ||||
| Roslev Gruppen | 4 | 1 | |||||
| Tømmergaarden Gruppen | 17 | 5 | |||||
| Jydegruppen | Elling gruppen | 4 | 1 | ||||
| Vorupgruppen | 10 | 3 | |||||
| Kop14 | Borg | 3 | 1 | ||||
| Knud Larsen | 3 | 1 | |||||
| Meredin | 3 | 1 | |||||
| Wulff | 2 | 1 | |||||
| nan | 24 | 7 | |||||
| XL Byg Øvrige | nan | 2 | 1 | ||||
| nan | nan | 2 | 1 | ||||
| National Regional Merchant | 19 (5%) | Jydske byggecentre | 9 (2%) | nan | nan | 9 | 2 |
| Lavprisgruppen | 1 (0%) | nan | nan | 1 | 0 | ||
| Østerbro Gruppen | 3 (1%) | nan | nan | 3 | 1 | ||
| nan | 6 (2%) | nan | nan | 6 | 2 | ||
| Total | 360 (100%) | All | 360 (100%) | All | All | 360 | 100 |
Click on the boxes to drill further down to see Area.
Four Sales Emlpoyees Nielsen Heine, Rosensten Christian, Stendal Kim, Hansen Tommy Damgård account for 75% of total customers' responsibility.
| Sales (Millions) | % Share of Sales (out of L1) | % Share of Sales of Total | % Growth YTD Q3 2023 vs. YTD Q3 2022 | |||
|---|---|---|---|---|---|---|
| L1 | Customer Sales Subtotals (L1) | L2 | ||||
| Developers | 5M (1%) | Prefabricated | 5 | 100 | 1 | 0 |
| Installers | 187M (43%) | Other Installers | 1 | 1 | 0 | -60 |
| Roofers | 185 | 99 | 43 | 27 | ||
| Merchant | 240M (56%) | International Merchant | 138 | 57 | 32 | -33 |
| National Merchant | 94 | 39 | 22 | -46 | ||
| National Regional Merchant | 8 | 3 | 2 | -33 | ||
| Total | 432M (100%) | All | 432 | nan | 100 | nan |
| Sales (Millions) | % Share of Sales within L2 | % Share of Sales of Total | % Growth YTD Q3 2023 vs. YTD Q3 2022 | |||||
|---|---|---|---|---|---|---|---|---|
| L1 | Customer Sales Subtotals (L1) | L2 | Customer Sales Subtotals (L2) | L3 | ||||
| Developers | 5M (1%) | Prefabricated | 5M (1%) | Pre-Fab. Pitched | 5 | 100 | 1 | nan |
| Installers | 187M (43%) | Other Installers | 1M (0%) | Plumber | 1 | 100 | 0 | -59 |
| Scaffolder | 0 | 0 | 0 | -100 | ||||
| Roofers | 185M (43%) | Flat Roofers | 182 | 98 | 42 | 25 | ||
| Pitched Roofers | 3 | 2 | 1 | 495 | ||||
| Merchant | 240M (56%) | International Merchant | 138M (32%) | Bauhaus Denmark | 3 | 2 | 1 | 18 |
| Bygma Denmark | 55 | 40 | 13 | -41 | ||||
| Saint-Gobain Distribution Denmark | 1 | 1 | 0 | 72 | ||||
| Stark Denmark 1 | 75 | 54 | 17 | -29 | ||||
| Stark Denmark 2 | 4 | 3 | 1 | 1 | ||||
| National Merchant | 94M (22%) | 1-4 Byggecenter & Tømmerhandel | 6 | 7 | 2 | -34 | ||
| Davidsens Tømmerhandel | 19 | 20 | 4 | -40 | ||||
| Johannes Fog | 15 | 16 | 3 | -30 | ||||
| SILVAN A/S | 4 | 4 | 1 | -35 | ||||
| XL Byg A.M.B.A | 50 | 53 | 12 | -53 | ||||
| National Regional Merchant | 8M (2%) | Jydske byggecentre | 1 | 7 | 0 | -39 | ||
| Lavprisgruppen | 0 | 0 | 0 | 192 | ||||
| Østerbro Gruppen | 0 | 4 | 0 | -81 | ||||
| nan | 7 | 89 | 2 | -24 | ||||
| Total | 432M (100%) | All | 432M (100%) | All | 432 | nan | 100 | nan |
Total sales in the time period YTD Q3 2023 is 431.59M. Looking at the composition of this value by L1, L2, L3, it can be observed that:
| Sales (Millions) | % Share of Sales within L3 | % Growth YTD Q3 2023 vs. YTD Q3 2022 | ||||||
|---|---|---|---|---|---|---|---|---|
| L2 | Customer Sales Subtotals (L2) | L3 | Customer Sales Subtotals (Individual Merchants) | L4 | L5 | |||
| International Merchant | 138M (57%) | Bauhaus Denmark | 3M (1%) | Bauhaus Denmark | Bauhaus Denmark Owned | 3 | 100 | 18 |
| Bygma Denmark | 55M (23%) | Bygma A/S 1 | Bygma A/S | 55 | 100 | -41 | ||
| Saint-Gobain Distribution Denmark | 1M (1%) | Saint-Gobain Denmark | Saint-Gobain Denmark Owned | 1 | 100 | 72 | ||
| Stark Denmark 1 | 75M (31%) | Stark Denmark | Stark Denmark Owned | 75 | 100 | -29 | ||
| Stark Denmark 2 | 4M (2%) | Stark Greenland | Stark Greenland Owned | 4 | 100 | 1 | ||
| National Merchant | 94M (39%) | 1-4 Byggecenter & Tømmerhandel | 6M (3%) | nan | nan | 6 | 100 | -34 |
| Davidsens Tømmerhandel | 19M (8%) | nan | nan | 19 | 100 | -40 | ||
| Johannes Fog | 15M (6%) | nan | nan | 15 | 100 | -30 | ||
| SILVAN A/S | 4M (2%) | nan | nan | 4 | 100 | -35 | ||
| XL Byg A.M.B.A | 50M (21%) | Brejnholt Tømmergården | nan | 9 | 17 | -61 | ||
| Danmarksgruppen | CF Petersen Gruppen | 10 | 20 | -62 | ||||
| Roslev Gruppen | 2 | 4 | -65 | |||||
| Tømmergaarden Gruppen | 8 | 15 | -34 | |||||
| Jydegruppen | Elling gruppen | 1 | 2 | -36 | ||||
| Vorupgruppen | 5 | 10 | -25 | |||||
| Kop14 | Borg | 0 | 0 | -76 | ||||
| Knud Larsen | 3 | 6 | -54 | |||||
| Meredin | 1 | 3 | -9 | |||||
| Wulff | 1 | 1 | -12 | |||||
| nan | 10 | 19 | -56 | |||||
| XL Byg Øvrige | nan | 1 | 2 | 9 | ||||
| nan | nan | 0 | 0 | nan | ||||
| National Regional Merchant | 8M (3%) | Jydske byggecentre | 1M (0%) | nan | nan | 1 | 100 | -39 |
| Lavprisgruppen | 0M (0%) | nan | nan | 0 | 100 | 192 | ||
| Østerbro Gruppen | 0M (0%) | nan | nan | 0 | 100 | -81 | ||
| nan | 7M (3%) | nan | nan | 7 | nan | -24 | ||
| Total | 240M (56%) | All | 240M (56%) | All | All | 240 | nan | nan |
Out of the total 240M sales of Merchants:
Click on the boxes to drill further down to see Area.
Four Sales Emlpoyees Nielsen Heine, Rosensten Christian, Stendal Kim, Hansen Tommy Damgård that accounted for 75% of total customers' responsibility, account for 83% of sales value.
| Total YTD Q3 2023 | Tiles & Components YTD Q3 2023 | Tiles & Components out of Total (YTD Q3 2023) | |
|---|---|---|---|
| index | |||
| # Material | 1051 | 264 | 25% |
| Net Value | 394177254 | 103321492 | 26% |
| Net Value YTD Q3 2023 | % Share Net Value YTD Q3 2023 | % Share of Total Net Value YTD Q3 2023 | |
|---|---|---|---|
| Type | |||
| Tiles | 64822651 | 63 | 16 |
| Underlays | 16872225 | 16 | 4 |
| Ridge & Hip | 12670703 | 12 | 3 |
| Abutments | 6820913 | 7 | 2 |
| Ridge & Hip Start End | 2135000 | 2 | 1 |
| Total | 103321493 | 100 | 26 |
This is before considering to sell more roofs overall.
Plumbers tend to buy Abutments only and therefore there is little to no opportunity to sell other elements of 100 square metre roofs.
| # Total Customers | # Customers buying Tiles/Components | % Customers buying Tiles/Components (within Employee Responsible) | |
|---|---|---|---|
| Employee Responsible Name | |||
| Nielsen Heine | 115 | 93 | 81 |
| Rosensten Christian | 117 | 90 | 77 |
| Stendal Kim | 79 | 53 | 67 |
| Riedel Jakob | 57 | 48 | 84 |
| Hansen Tommy Damgård | 54 | 8 | 15 |
| Bungaard Anders | 9 | 7 | 78 |
| Johannis Ulrik | 47 | 3 | 6 |
| Clausen Ulrik | 4 | 1 | 25 |
| Christensen Anja | 1 | nan | nan |
| Nielsen Torben | 2 | nan | nan |
| Total | 485 | 303 | nan |
The top four sales employees in the table have a significant customer base buying Pitched tiles/components.
| # Total Customers | # Customers buying Tiles/Components | # Customers (Top 80%) | Sold (Complete Roofs) | Potential (Complete Roofs) | Gap (Roofs) | Opportunity (Sales) | |
|---|---|---|---|---|---|---|---|
| Employee Responsible Name | |||||||
| Rosensten Christian | 117 | 90 | 28 | 1008 | 1931 | 923 | 12,740,797 |
| Stendal Kim | 79 | 53 | 14 | 425 | 1745 | 1320 | 12,627,119 |
| Nielsen Heine | 115 | 93 | 36 | 818 | 1860 | 1042 | 10,974,144 |
| Riedel Jakob | 57 | 48 | 13 | 320 | 1140 | 820 | 8,424,874 |
| Johannis Ulrik | 47 | 3 | 1 | 0 | 90 | 90 | 833,765 |
| Hansen Tommy Damgård | 54 | 8 | 2 | 12 | 89 | 77 | 610,619 |
The top 4 sales employee in the table would need to visit 91 customers from total 368 customers that they are responsible for to realize or validate 44M of the incremental net sales opportunity.
In the attached excel sheet, you will find a routing plan by sales responsible to efficiently cover these 91 customers.
Assuming they visited three customers per day and allowing 45 minutes with each customer, here is the days it would take by each employee:
Rosensten Christian: 10 days
Stendal Kim: 5 days
Nielsen Heine: 12 days
Riedel Jakob: 4 days
| Rank (Opportunity) | Rank (Share) | Rank (Decline) | |
|---|---|---|---|
| Customer Description | |||
| STARK Fælleslager Hedensted | 1 | 14 | 67 |
| Bygma Kolding Trælast | 2 | 4 | nan |
| Davidsens Tømmerhandel A/S - Røddin | 3 | 28 | 72 |
| STARK Odense | 4 | 3 | 16 |
| Bygma Ringe | 5 | 26 | 22 |
| STARK JS Svendborg | 6 | 5 | 13 |
| Bygma Agerbæk | 7 | 37 | nan |
| XL-BYG Bramming Byggelager | 8 | nan | 7 |
| 10-4 Tømmerhandel - Videbæk | 9 | 16 | 35 |
| Davidsens Tømmerhandel A/S - Vojens | 9 | 6 | 26 |
| Davidsens Tømmerhandel A/S - Odense | 10 | 1 | 3 |
| Bygma Nyborg | 11 | 12 | nan |
| STARK Distribution Fyn | 12 | 10 | 49 |
| Davidsens Tømmerhandel A/S - Svendb | 13 | 24 | nan |
| 10-4 Tømmerhandel - Ringkøbing | 14 | 8 | 23 |
| Stark E-hub | 15 | 33 | nan |
| Bygma Jelling | 16 | 20 | nan |
| XL-BYG Steff-Byg A/S | 17 | 41 | 21 |
| XL-BYG Sdr. Omme Tømmerhandel | 18 | nan | 14 |
| Bygma Horsens | 19 | 29 | nan |
| Davidsens Tømmerhandel A/S - Rødekr | 20 | 31 | 20 |
| Bygma Bellinge | 20 | 35 | 15 |
| Davidsens Tømmerhandel A/S - Haders | 21 | 18 | 45 |
| Bygma Vejle | 21 | 19 | 1 |
| STARK Ribe Stampemølle A/S | 22 | 11 | 4 |
| Bygma Otterup | 23 | nan | 28 |
| Bygma Sønderborg | 24 | nan | 27 |
| Bygma Aabenraa | 25 | 25 | 8 |
Interpretation: The table above shows 80% of gap closing opportunities identified earlier. These are ranked in order of priority. This can be compared to where this customer ranks in terms of their sales significance out of the total sales employees' customer base. And the final column shows where it ranks in terms of value decline (as you may want to prioritize these customers to arrest decline). For example, STARK Fælleslager Hedensted ranks highest as they represent the greatest opportunity as they bought some parts of a full system. They rank 14th in terms of sales significance which indicates they are important and they rank 67th in terms of decline which means you may not prioritize them for a visit. The analysis prioritizes them and enables the sales employee to discuss selling full system opportunity.
| Rank (Opportunity) | Rank (Share) | Rank (Decline) | |
|---|---|---|---|
| Customer Description | |||
| STARK Glostrup | 1 | 3 | 9 |
| Øbro Træ A/S L&R | 2 | 2 | 6 |
| Bygma København | 3 | 1 | nan |
| XL-BYG Knud Larsen Professional A/S | 4 | 20 | 1 |
| Fog Trælast Helsinge | 5 | 8 | 36 |
| Fog Trælast Værebro | 6 | 9 | 24 |
| XL-BYG CF Allerød | 7 | nan | 13 |
| XL-BYG JA Byggeland, Måløv | 8 | 22 | 2 |
| Bygma Rønne | 9 | 6 | nan |
| Bygma Roskilde | 10 | 4 | 3 |
| Fog Trælast Vordingborg | 11 | 13 | 5 |
| STARK Ishøj A/S | 12 | 23 | 8 |
| Fog Trælast Herlev | 13 | 5 | 26 |
| STARK Frederikssund A/S | 14 | 10 | nan |
| Rank (Opportunity) | Rank (Share) | Rank (Decline) | |
|---|---|---|---|
| Customer Description | |||
| STARK Aarhus Distributionscenter | 1 | 4 | 32 |
| 10-4 Tømmerhandel - Viborg | 2 | 10 | 13 |
| XL-BYG Bording Tømmerhandel | 3 | 20 | nan |
| XL-BYG Vorup Tømmerhandel | 4 | 13 | 24 |
| XL-BYG Tømmergaarden Thisted A/S | 5 | nan | 15 |
| Bygma Risskov | 6 | 6 | 4 |
| STARK Skejby | 7 | 2 | nan |
| STARK Viby J | 7 | 32 | 8 |
| XL-BYG Tømmergaarden Gjern A/S | 8 | 5 | nan |
| Bygma Skagen | 9 | nan | 76 |
| XL-BYG Tømmergaarden Nykøbing Mors | 10 | 24 | 21 |
| Bygma Viborg | 11 | 14 | nan |
| XL-BYG Brejnholt Aarhus | 11 | 34 | 6 |
| 10-4 Tømmerhandel - Aarhus | 12 | 30 | 60 |
| STARK Århus C | 13 | 15 | 2 |
| STARK Hobro | 14 | 21 | 10 |
| STARK Bendix Tømmerh. A/S | 15 | 9 | 3 |
| STARK Frederikshavn | 16 | nan | 23 |
| Bygma Hjørring | 17 | 17 | nan |
| XL-BYG Ryomgård Tømmerhandel | 18 | 11 | nan |
| XL-BYG Tømmergaarden Viborg A/S | 19 | 19 | 84 |
| Bygma Aalborg | 20 | nan | 25 |
| Bygma Galten | 21 | 28 | 72 |
| XL-BYG Roslev Trælast - Skive | 22 | 33 | 5 |
| Bygma Herning | 22 | 25 | 26 |
| XL-BYG Tømmergaarden Hurup A/S | 22 | nan | 83 |
| Bygma Aalborg C | 23 | 35 | 52 |
| XL-BYG Brejnholt Silkeborg | 24 | 18 | nan |
| XL-BYG Aalestrup Tømmerhandel A/S | 24 | nan | 17 |
| Bygma Randers | 25 | nan | 18 |
| Bygma Aars | 26 | 22 | nan |
| STARK Aalborg | 27 | 12 | 11 |
| STARK Brønderslev Trælasthandel A/S | 28 | 38 | 44 |
| XL-BYG Kjellerup Tømmerhandel | 28 | 7 | 1 |
| XL-BYG Harboøre Byggecenter | 29 | nan | 43 |
| Davidsens Tømmerhandel A/S - Tranbj | 30 | 31 | 7 |
| Rank (Opportunity) | Rank (Share) | Rank (Decline) | |
|---|---|---|---|
| Customer Description | |||
| BYGGELAND A/S | 1 | 9 | 9 |
| XL-BYG Grønvold & Schou A/S | 2 | 1 | 2 |
| Davidsens Logistikcenter A/S - Ring | 3 | 5 | nan |
| Bygma Sorø | 4 | 6 | nan |
| Bygma Haslev | 5 | 4 | 1 |
| Bygma Nykøbing F | 5 | 17 | nan |
| XL-BYG CF Petersen & Søn A/S | 6 | 3 | 3 |
| Bygma Næstved | 7 | 2 | 31 |
| XL-BYG Brejnholt Bjergmark A/S | 8 | 12 | 7 |
| LUNDHUSET ApS | 9 | 13 | nan |
| XL-BYG Sydsjællands Tømmerhandel | 10 | nan | 23 |
| STARK Køge Trælast & Byggecenter | 11 | 10 | 15 |
| Bygma Køge | 12 | 14 | 34 |
| Rank (Opportunity) | Rank (Share) | Rank (Decline) | |
|---|---|---|---|
| Customer Description | |||
| Planet-Huse A/S | 1 | nan | nan |
| E. Christiansen & Søn Tømrer- | 2 | nan | nan |
| Rank (Opportunity) | Rank (Share) | Rank (Decline) | |
|---|---|---|---|
| Customer Description | |||
| EBK Huse A/S - Vest | 1 | 9 | nan |